Like a boxer punching above his weight, All Nippon Airways was constantly trying to outdo its bigger rival Japan Airlines. In the past few years, through various circumstances, but largely through Shinichiro Ito’s inspired leadership, it may have finally succeeded.

With consolidation and acquisitions dominating the Latin American airline industry in recent years, it is natural to ask standalone player Copa Airlines whether it sees itself merging with another carrier. But if chief executive and president Pedro Heilbron has it his way, the Panama-based airline will continue standing on its own two feet.

Cebu Pacific’s chief executive Lance Gokongwei told Airline Business last year that he does not play golf or read to take a break from his hectic schedule. Instead, if anything drives him, it is work. As he put it: “Making money is the best way to relax.” If the Philippine low-cost carrier’s success is anything to go by, Gokongwei must be extremely relaxed.

It would not be unreasonable to say that
surprise and puzzlement surrounded the
revelation by Etihad Airways that it had
bought almost one-third of Air Berlin on
the eve of the festive season last December.
What was the motivation behind the fastgrowing
– but at that time unprofitable – Gulf
network carrier acquiring 29% of Germany’s
struggling, loss-making “hybrid” airline?

Transforming a hybrid low-cost
carrier into a full-service airline
requires a clear vision and plan,
especially when it is done in only
12 months.
When the process started for Virgin Blue, as
it was then called, the airline’s business model
placed it “in the middle of nowhere”, according
to some, between full-service Qantas and
low-cost Jetstar and Tiger Australia Airlines.

Lufthansa was not among the first airlines
to conduct a biofuel test flight,
but being in the front row was not
important, says Joachim Buse, vice
president of aviation biofuel.
“We’d rather stay a bit more in the background...
but have everything all worked out
carefully, with scientific support and, in the
end, economically sensible results.”

Airlines can be extremely cautious
about implementing new
technology because of the potential
financial consequences
if it fails to take hold.
The uncertain global economic outlook, not
to mention volatile fuel environment, means
airlines often prefer to install a technology
after it has been proven successful.

In his 15 years at the helm of Qatar Airways,
Akbar Al Baker has transformed the
airline from a small regional player into a
global network carrier to rival the best in
the world.
On his journey to this success, he has been
no stranger to controversy − whether it be from
chastising one manufacturer for failing to act
upon his demands or another for its inability
to keep its promises. But one thing is for sure,
he commands huge respect from anyone
involved in business dealings with him.